What is Sales Ramp up? Understand the concept and how to apply it to your team!

No matter how much you invest in talent retention tools, such as training and benefits programs, salesperson turnover is normal.

Therefore, it becomes necessary that companies are continually looking for ways to minimize the impact of staff renewal. And, for that, improving the Sales Ramp up is fundamental.

Still not sure what this concept means? Or do you want to understand how you can reduce Ramp up Time?

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In this article, we’ll introduce you to its meaning and best practices for accelerating results for new sellers. Check out!

What does Sales Ramp up mean?

The term “Ramp up” can be translated from English as acceleration or leverage.

When we talk about Sales Ramp up, therefore, we are talking about the escalation of sales results from the first moment of a salesperson within the company until he starts to really bring positive results financially.

In general, we consider this step to be completed when the new salesperson is able to reach their individual goal (and match the average for other salespeople) for three consecutive months.

During the Ramp up, essential first steps take place such as:

  • Training;
  • Training ;
  • Assimilation about product and market;
  • Learning about good practices;
  • Construction of the customer base.

Considering the investment that the company makes in the new employee during this period (infrastructure, salary, benefits, etc), the shorter the Ramp up, the better the results for the business’ cash flow.

Therefore, Ramp up Time becomes one of the most important metrics for the entire operation!

And Ramp up Time, what does it mean?

And what is Ramp up Time? Nothing more than the average duration of the Sales Ramp up in a company.

We have as a market average that this time is usually 2 to 4 months for an SDR (Sales Development Representative) and up to 6 months to 1 year for an advisory field seller.

But here comes a very important point: Ramp up Time can have multiple influencing factors, which make it shorter or longer. Among them are:

  • The company’s market
  • The type of solution sold
  • The length of the sales cycle
  • The experience of the new salesperson, both in the role and in the specific segment

In other words, no matter how much you hire a super experienced salesperson with a good portfolio of ex-clients, if the average sales time of your solution is 8 months, it’s no use waiting for a Ramp up Time less than that.

It should also be remembered that, in general, more experienced salespeople are able to mature quickly. But they also mean a bigger initial investment.

Therefore, planning and in-depth understanding of business needs and operations need to be part of the entire Sales Ramp up.

How to apply Sales Ramp up in your company?

Knowing the Sales Ramp up concept well and understanding its importance for the company’s financial sustainability, it is necessary to start planning it.

In general, unfortunately, few companies have an effectively structured Sales Ramp up, including its three main stages and involving other areas, such as Human Resources.

Therefore, working in this stage of selection and development of new sellers can also be an excellent competitive advantage!

1. Selection

The Sales Ramp up starts even before the arrival of a new salesperson on the team, in recruitment and selection.

Here, it is essential to look ahead to the demands of talent that may arise and their different profiles. In this way, the hiring of new salespeople is avoided when the current team is not yet operating at its full potential, but it is also prepared for eventual casualties.

Of course, always with a close eye on the commercial and HR leader for any changes.

Another important point is to be continuously talking to possible new salespeople for the team, even without open positions.

Having already started conversations with the best in your market, for example, can reduce Ramp up time in the hiring phase.

Finally, when defining the vacancy to be opened, remember to weigh potential delivery versus actually existing demand. As much as experienced salespeople can enter as top performers, perhaps what the team needs is a beginning SDR to leverage the first contacts with potential customers, for example.

2. Agile Onboarding

After selection, comes the onboarding stage, that is, the training and qualification of new salespeople.

We strongly recommend that you follow the concept of agile onboarding, which we’ve already talked about here on the Agedor blog!

Check out the article: Agile Methodology in Sales: what is it and how to apply it to accelerate results for new salespeople?

In this way, the training duration is reduced, with partial deliveries and targets so that the sales professional can more readily produce the first results.

Some actions that must be within agile onboarding are:

  • Study on the type of sales practiced
  • Study on the solution
  • market study
  • Monitoring more experienced sellers
  • Sales pitch training through simulations

3. Evaluation and monitoring

Following the actions of agile onboarding related to training, we also reach an important step that belongs to this concept: the assessment!

Just by looking at the data in a structured way, comparing the performance of different vendors, you will be able to act on measures to reduce Ramp up Time.

This can happen, for example, with the identification of new procedures that should be part of the training or, even, with the cut or postponement of other actions that did not bring the expected result.

Best practices for using Sales Ramp up

In addition to following the three essential steps to reduce Ramp up Time, we recommend that you follow some good market practices that help to accelerate the results of new sellers. See what they are!

Alignment on expectations and Ramp up Time

Often, new members of the sales team start work not knowing exactly what is expected of them beyond sales results. Thus, they can go through the Ramp up period without actually reaching their maximum potential.

Therefore, the ideal is to make clear from the first day in the company what is expected of the professional, including the period considered ideal for bringing financial return to the company.

Progressive sales target planning

Of course, a new salesperson shouldn’t have the same goal in their first few months as other team members.

The correct thing is to work with a staggering of results, considering the company’s average Ramp up Time.

In other words, let’s say the Ramp up time is 4 months. Considering this, from the 5th month of the company, the salesperson should start working with his global goal. Before that, with a percentage of it, according to the complexity of the trainings and the time dedicated to them.

Progressively increase the volume of leads generated by the Marketing area

It is not just the goal of the new salesperson that must progressively increase.

This should also be the case with the leads generated by the Marketing area, if this professional does not only act with active prospecting.

Therefore, the alignment between Marketing and Sales must also consider the months of Ramp up of new salespeople, so that there are no leads and less or more for the business.

Bet on sales coaching

The last practice we recommend relates to your role as a sales manager.

In addition to looking in a practical way at the results and the contents that are part of the training, try to dedicate moments to act as a coach for this new salesperson.

In this way, you will be able to more assertively identify your points of development and the triggers that may be preventing this professional from achieving the best results.

Hire, train, rate… and start again!

As we talked about at the beginning of this article, turnover in the sales area is a reality that you will not be able to escape.

In this way, there is no alternative but to learn to deal with this movement in the team, always looking for the least impact.

This means continually hiring, training, evaluating Ramp up time, and then starting over, further improving the process.

It is also important to look critically at what is part of the onboarding process itself and what needs to be improved in your own management.

With this practice being part of your routine, there is no doubt that the results will start to arrive faster and faster. Even with a team that renews itself!